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3 Cycles Remote Innovation - Build

Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas

With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.

Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique

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3 Cycles Remote Innovation - Build

  1. 1. Cycles The simplest, proven way to build your business. Build !
  2. 2. Let’s make this 100 % Course Readings / Videos 1,8 GB • Articles • Chapters • Video Download Link http://tiny.cc/RemoteReadings The Same for each Day About 1 hour required reading s 55 Downloads (There should be 72)
  3. 3. If you want feedback • Send your work from yesterday to me in a personal message by slack
  4. 4. Content today.. What is really known about Idea Building A proven 7-step process to build more ideas
  5. 5. Deliverable 7 Step Idea building Morning work (11:00‐12:30) 1. Familiarize yourself with the objectives and challenge 2. Challenge the problem definition 3. Effectuation 4. Stimulus Mining== > spark decks (11:30-12:30) – 3 slides per person ! Meet Mentor – Ask questions + break time Afternoon work (14:00 – 17:00) 1. Review spark deck (write ideas) 60 min –(18 slides @ 3 min per slide =54 min) 2. Individual brain writing + Improvements -60 in pairs 3. Group Work – 30 min 4. Re-work – 30 (individual) DONE for the day. You will vote tomorrow morning
  6. 6. Building Ideas
  7. 7. Question. What is a Spark Deck ? Why Useful ?
  8. 8. My Personal Views We dramatically overrate the value of ideas You shouldn’t worry about people stealing your ideas It is not the easiest step to outsource  Alignment takes strategic insight  Communication and checking usually requires domain expertise  Systems thinking takes time Idea Building is easy…. and the easiest to outsource
  9. 9. 2 similar views  It is the process of building  It is the execution that counts  It is not about what you have, but what you make out of it Steve Jobs Interview
  10. 10. Steve Jobs on idea building Build_media1.mp4 https://youtu.be/E1muuId9A7g
  11. 11. What we really know about idea building…
  12. 12. “Inventions Are Ideas That Have Sex” Some say everything has already been invented. We are just looking for new combinations
  13. 13. MU = S F D Meaningfully Unique Ideas! Leverage Diversity Drive out Fear = Explore Stimulus
  14. 14. Ways to build better ideas 7 + 1 because you’re smart
  15. 15. More Stimulus = More Ideas (Quantity & Quality) Where to go on vacation?
  16. 16. Better = Associations Spain Foodie Budget of a student + +
  17. 17. A quick test Al the things in your fridge all the things that are white
  18. 18. 9 out of 10 people identify more white things than things in their refrigerator
  19. 19. Spain Foodie Budget of a student + + Best = HARD Associations “How could you do it for free” “How could you get paid”
  20. 20. Build_media2.mp4 https://youtu.be/REk9afFvsh8
  21. 21. It is more impressive than you think More stops than leading bands Stride Gum Visa Samsonite Make a wish foundation Plus speaking Estimates: € 600‐800 K / year plus expenses
  22. 22. Imagine this… BMW has some of the best designers in the world and sells their designers by the day below cost Why? To build creativity…
  23. 23. The world’s biggest ideas are built around needs
  24. 24. Better ideas are about Staying focused on consumer (customer) value Being committed to better satisfy unmet unarticulated needs Working to build insights
  25. 25. Why?… Needs first, not ideas first ! Develop a solution Find a need Find a need Develop a solution Find a market IDEAS first NEEDS first 5 - 10% Find a market 70% Success rate * * According to Strategyn research on outcome driven innovation…
  26. 26. JTBD: Create a mood with music 1984 Optical 2001 Hard Drive 2007 Cellular 2015 Streaming Better Mood / lists All in one place Simpler
  27. 27. It is more than talking to consumers Many times the consumer can NOT know today’s business unexploited opportunities unexploited opportunities unexploited opportunitiesArticulated needs Mobile phone Computers Internet…
  28. 28. It is about hard questioning… You can't just ask consumers what they want and then try to give that to them. Sometimes (actually often) they don’t know what they want. It is often about “golden questions”.
  29. 29. Example Cat food I was running a data company with data on 8 million household in the UK Analysed socio-demo Psychographic Nothing worked ! One questions to identify to Sheba buyers Hint: Think of the role of the cat in the family JTBD : Part of the family What is the question ?
  30. 30. Do you buy you cat a Christmas present worth more than €20
  31. 31. Suggested Format for a class exercise The learning objective is: The Value of problem framing Read the Train text Watch the Train video Frame hard questions to get into the details of the problem. Identify 2 ways the problem could be re- framed What should they do Discussion about the hard questions. Future Proofing the problem statement. Negative feelings of sitting Make standing more attractive How with they evaluate their work Empathize with the situation of the customer in bringing out a solution to the need. Notice how the problem definition can lead to very different solutions And how the problem definition can help you find a solution What is the reflection moment 1
  32. 32. Bad and / or unoriginal ideas are as important as good ideas
  33. 33. The big innovation Paradox Whoever Makes the Most Mistakes Wins Richard Farson & Ralph Keyes
  34. 34. Suggested Format for a class exercise The learning objective is: Identifying potentials from failed business ideas Read the case handouts on failed business ventures Come out with possible reasons for failure. One big idea that would’ve made it a success. What should they do Discuss probable reasons for failure. Present your idea of revamping business to others Take a vote on potential to succeed for the idea. How with they evaluate their work Lessons from failure What could go wrong when not understanding the need. The problem with communicating the solution. What is the reflection moment Breakfast Cola Even big businesses make mistakes, and DailyFinance lists Pepsi A.M. as one of the biggest product flops of all time. Why did Pepsi think people would want cola for breakfast? Well, it does have caffeine, so why not assume it can replace coffee? Yeah, right. By the way, Crystal Pepsi, a clear cola, flopped as well. One possible lesson: Base your products on market testing rather than assumptions. Colgate Frozen Meals Selling to the Masses says Colgate heavily marketed their line of frozen meals, but to no avail. The big Colgate logo on the boxes made people associate the food with the flavor of toothpaste, which apparently isn’t what they want their meals to taste like. One possible lesson: Like Ben-Gay Aspirin, be careful about the associations attached to your label. 3
  35. 35. Ideas come when you have time to think…
  36. 36. Your new creativity office
  37. 37. The test, solve a difficult task while… Reading emails or smoking marijuana… Test 1 Test 2
  38. 38. A few simple ideas  Stop the email notifications  No internal email Fridays  5,10,20% time like 3M, Google  Get people to block (and keep) time for creativity in their agendas
  39. 39. Execution is often more important than the original idea
  40. 40. The danger of Internet A big IDEA Look it up on the Internet Someone has done it already
  41. 41. How many people think Apple invented the MP3 player? Almost of US consumers
  42. 42. More memory More features Better song management Simplicity and coolness
  43. 43. More examples
  44. 44. Diversity Drives Creativity
  45. 45.  Have each group work collectively  When one agent gets stuck at a point, another agent tries to find a further improvement.  Group stops when no one can find a better solution. BEST 20 agents RANDOM 20 agents 1 2
  46. 46. The IQ View Alpha Group 121 132 155 139 135 137 Diverse Group 121 84 111 105 135 95
  47. 47. The Toolbox View Alpha Group ABD ADE BCD ABC BCD ACD Diverse Group AHK FD AEG EZ BCD IL
  48. 48. “Bringing new members into the organization, even if they’re less experienced and less capable, actually makes the group smarter simply because what little the new members do know is not redundant with what everyone else knows.” James Surowiecki author Wisdom of crowds..
  49. 49. How much are companies willing to pay for diversity Who earns more Harvard MBA UCLA Master of Fine Arts (Studying for example Dance) How much more
  50. 50. * MFA = Masters of Fine Arts A UCLA MFA 3 X harder to get into than Harvard MBA The bigger surprise… Average starting salaries for MFAs are now higher than MBAs
  51. 51. What you can do.. Read one of 2 books “The Wisdom of Crowds” or “The Difference” and follow their simple advice DIVERSITY INDEPENDENCE AGGREGATION EFFECTIVE GROUPS wise crowds
  52. 52. DIVERSITY INDEPENDENCE AGGREGATION EFFECTIVE GROUPS wise crowds A sideline on brainstorming 1+1= 5 With individual first 1+1 = 3
  53. 53. What else … learn to be and enjoy being different
  54. 54. Persistence Counts
  55. 55. Why Persistence  80% of the big ideas are after day 1  Ideas need time  Ideas need to grow  Quantity is the best predictor of quality Pottery (Students graded by weight vs. best 3) 90% of the top 3 in the weight group  Persistence is what makes less creative people usually better idea builders
  56. 56. What is Persistence?  Modify expectations short-cut to long haul  Learn to love NO’s and failures  Think in terms of progress not perfection  Focused, relentless idea building  Act until Echo Then repeat
  57. 57. What do you think is the biggest difference between highly creative people and others ?
  58. 58. Problem finding instead of solution finding…
  59. 59. Different Mindsets Average Idea builders  Let’s get started  Where have I seen similar problems  What solutions come to mind Pattern Seekers Solution Addicts Expert Idea builders  Why is this a problem?  Do we understand this issue correctly?  Are there other ways of looking at it? Pattern Breakers Problem Finders
  60. 60. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  61. 61. Break 15 Minutes
  62. 62. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  63. 63. Start with a few questions.. Why do people really dislike standing ? (See text) Questions to ask…  What do you do when you can’t find a seat ?  When you’re standing and see someone sitting what do you think ?  What would it take to get you another train if you knew no seats would be available ?
  64. 64. Sutherland, Rory. Alchemy (Kindle Locations 732-757). William Morrow. Kindle Edition. Why don’t people like being made to stand on overcrowded trains? I once asked this question in a meeting with a rail company. Everyone looked nonplussed; I mean, it’s obvious that standing has to be worse than sitting, right? Maybe so. But why? And if standing is always worse than sitting, why do people standing on trains regularly continue to stand after seats become available? There could be a whole variety of reasons but, fascinatingly, passengers themselves do not really know, even if they are able to supply plausible post-rationalisations. But asking this question more broadly might lead to interesting new railway carriage designs that nobody has yet thought of, or it might be solved by differential pricing. We don’t know yet. So let’s ask again – why might people hate standing on trains? Is it about feeling cheated? After all, you’ve paid for a seat on the train, and the rail company has taken your money and not given you a seat. Is that it? In which case, might you try offering standing-only carriages for shorter rail and tube journeys? People using them could be refunded part of their fare, or rewarded with points towards free journeys. Would they feel happy then? We could find out. Or perhaps it’s because it is tiring; it’s not just about having to stand, it’s also about having to keep your balance. Or that, once you have to hold on to a pole to stay upright, you can no longer use a mobile phone, read a book or newspaper or drink a coffee, so the journey becomes boring. If these are the reasons, then a series of bum-rests might help. Perhaps it’s because they have nowhere to put their bags or they are paranoid about people stealing from their backpack. Maybe though, it’s more a question of status; the people who have a seat have a view, control of their personal space and space for their bags – while the people who stand get nothing. There is no story they can tell themselves about their predicament that puts it in a better light. But this raises an interesting question: what if there were some benefits to standing? In other words, is there a role for alchemy? Imagine if commuter rail carriages were designed with the seats down the middle, with places for passengers to stand down each side, next to the windows. People sitting might have cup-holders but nothing else; people standing would have a view out of the window, a cushion to rest against and a shelf for a bag or a laptop, with two USB charging sockets. Now there would be some clear advantages to standing over sitting, to a point where standing could be perceived – by others and by oneself – as a choice rather than a compromise. Plans such as this only emerge when people ask a dumb question with an open mind. The commuter knows he hates standing, but he does not really know why; if you ask him, he will demand more seats, but the only way to provide them is through the huge expense of running more trains. The reason we do not ask basic questions is because, once our brain provides a logical answer, we stop looking for better ones; with a little alchemy, better answers can be found.
  65. 65. A few facts on standing in Trains  Less than 20% of commuters have to stand, but it is almost always the same commuters (people at the last stations)  2/10 people will volunteer to give up their seat to an elderly or handicapped person. If asked, 6/10 people will give up their seat  For a typical commuter, the cost of traveling by car is 40% higher and 50% longer  People complain, but don’t change their actions (see actions in India , Japan , China where there is severe over-crowding)  Standing is only required at peak times  At present, less that ,1% of train journeys are too crowded to get one
  66. 66. TRUE NORTH TRUE Truly Simple Fix the standing issue N Narrative. Why it is  important (the story) If we don’t change something, more people standing will get more and more frustrated. This will lead people to choose other methods of travel and increase road traffic. O Objectives How to reduce 1. standing issues and / or 2. negative feelings associated with standing on the train R Restrictions: We are not  interested in Something that will take more than 2 years to implement T Tactical Constraints: No new capacity (already full) H Here is the place to start Load Management via pricing / other techniques New train design Make standing more attractive Make it easier for people that really want to sit to sit Seats at a price
  67. 67. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  68. 68. Elevator Example A big NYC apartment building with slow elevators. People complaining. Solutions 1. New faster elevator 2. Second set of elevators 3. Ask people to take the stairs A psychologist found another solution by re‐framing the problem How ?
  69. 69. How to reduce
  70. 70. How to reduce  Change the desirability of standing (make standing better in some ways)  Change perceptions (are people really standing as much as they think they are?)  Make sitting worse (so standing looks better)  Give a few people an incentive to stand (e.g. chargers next to standing places)  Give people that really value sitting a chance to buy / reserve a seat
  71. 71. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  72. 72. CAUSAL vs EFFECTUAL REASONING FIRST FIRST GIVEN GOAL GIVEN MEANS M1 M2 M5M4M3 M1 M2 M5 M4 M3 MANAGERIAL THINKING (causal) Accumulate means necessary to achieve a pre-determined goal. THEN ACCUMULATE MEANS ENTREPRENEURAL THINKING (effectual) Imagine many possible new ends using a given set of means. THEN IMAGINE ENDS CAUSAL vs EFFECTUAL REASONING
  73. 73. Making a meal Traditional  Who is coming  What will they like  Plan a menu  Go Shopping  Make the meal  Enjoy (Average) Effectual  What is in the Fridge ?  What can we do with that  Guess what is for dinner ?  Enjoy ? (Variation)
  74. 74. 4 Concepts of Effectuation Bird in the Hand: What’s in the fridge Affordable loss: Starting within budget (knowing you can do it several times) Make Lemonade: So pickles and peanut butter doesn’t work, but sour and sweet seems to work together.. Crazy quilt: I have got a few friends downstairs maybe they can help
  75. 75. How can we leverage our passenger base
  76. 76. The coffee Train….
  77. 77. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  78. 78. = Stimulus sharing Idea building
  79. 79. Work in Groups 35 min
  80. 80. How to make a Spark Deck  Search, but search in more places than the internet  Look in patents, look in stores (keep your eyes open)  Make a Box  Remember it depends on your questions
  81. 81. How to: We identified a series of challenges / areas of investigation Add 3 Sparks person What is a spark ? On the right • Questions • Ideas raised On the left • Name • Picture/QuoteTRUE Truly Simple Fix the standing issue N Narrative. Why it is  important (the story) If we don’t change something, more people standing will get more and more frustrated. This will lead people to choose other methods of travel and increase road traffic. O Objectives How to reduce 1. standing issues and / or 2. negative feelings associated with standing on the train R Restrictions: We are not  interested in Something that will take more than 2 years to implement T Tactical Constraints: No new capacity (already full) H Here is the place to start Load Management via pricing / other techniques New train design Make standing more attractive Make it easier for people that really want to sit to sit Seats at a price
  82. 82. To get started Make a copy of this presentation Then in the new presentation, follow these steps to share with your colleagues (and me) http://tiny.cc/sparkexample
  83. 83. Instructions (35 min) 1. Clarify the session objective. What exactly are we creating ideas for? (re- read the TRUE NORTH) (2 Min) 2. Individually pick 1 spark you like and ADD 1 new spark (10 min) 3. Present your sparks to your group (10 min) 4. Write up a couple ideas individually (5 min) 5. Discuss ideas together Reflection more idea than when you started ? (8 min)
  84. 84. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  85. 85. How  Read out loud  Only questions of clarification  Fast
  86. 86. Source: www.Innovationengineering.com Use this or the Mural Build Template https://app.mural.co/te mplate/77a9399f-b6aa- 4440-b543- ecb3de1b1021/893b305 3-a243-409b-b4f6- 56082484e64d Individual Brain Writing
  87. 87. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  88. 88. Choose an activity From this book https://1lib.eu/book /693467/a2fc20 GROUP WORK Choose an activity From this book https://1lib.eu/book/693467/a2fc20 or the Mural Build Template https://app.mural.co/template/77a9399f-b6aa-4440-b543- ecb3de1b1021/893b3053-a243-409b-b4f6-56082484e64d
  89. 89. Based Day of week Eg 24 = group 4 (scamper) Combination & = 4,1,3
  90. 90. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  91. 91. www.cyclesbook.com Cwww.cyclesbook.com C Payoff Dramatic difference how is their life different and better Proof Reason why should they believe you and dramatic difference Visual Explaining
  92. 92. Bonus : how to run an idea building event
  93. 93. How to run an event Prepare 1. Alignment (What and why) 2. Problem statement 3. Spark Deck Audience Immersion 1. Your challenge 2. 15 minute introduction maybe a few sparks 3. Question the questions Individual Brain dumps Work in groups 1. 1 or 2 - 30 minute ideation cycles 2. Feedback 3. Re-work (maybe ideation cycles) Communicate 1. Present / Vote 2. Death Threats Personal reflections 80% of the work is preparation The best are several day events Interim period Build ideas + Test if possible Day 2 1. Audience Immersion  Key Learnings  Key challenges 2. Individual reflection 3. Question the questions 4. Work in groups 5. Communicate 6. Personal reflections Then as they say.. Rinse, repeat
  94. 94. Your work today…. (the same process)
  95. 95. Your Work in Groups
  96. 96. The keys to success (Working alone together) If I had asked you to simply build ideas together it would be tough… The better solution is 1. Ideas first individually 2. Then work together Best practice 1+1 then as a group
  97. 97. 7 Step Idea building Morning work (11:00‐12:30) 1. Familiarize yourself with the objectives and challenge 2. Challenge the problem definition 3. Effectuation 4. Stimulus Mining== > spark decks (11:30-12:30) – 3 slides per person ! Meet Mentor – Ask questions + break time (30 minutes) Afternoon work (14:00 – 17:00 or your choice) 1. Review spark deck (write ideas) 60 min –(18 slides @ 3 min per slide =54 min) 2. Individual brain writing + Improvements -60 in pairs 3. Group Work – 30 min 4. Re-work – 30 (individual) Target = 6 solutions DONE for the day. You will vote tomorrow morning Deliverables Timetable
  98. 98. Day 2: Build Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas. 1. Better problem formulation 2. Effectuation (looking for ideas at home with the resources you have) 3. A Systematic search for stimulus and diversity 4. Techniques to continue building ideas With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together. Deliverables: New ideas that have a good chance of being on strategy; meaningful and unique 1 Idea + Visual per team member
  99. 99. Target 6 good solutions to vote on tomorrow
  100. 100. www.cyclesbook.com Cwww.cyclesbook.com C Payoff Dramatic difference how is their life different and better Proof Reason why should they believe you and dramatic difference Visual Explaining
  101. 101. DOT VOTING FINAL
  102. 102. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Just After Class After Mentor Talks
  103. 103. 3 Ways to restate the problem to make sure you’re working on the right problem Resources: The Chapter ”Defining your innovation challenge” Mural template: https://app.mural.co/template/87da7573-5e6d-48c6-8c5a- 5310320a4f3d/ab6080d5-bed9-4946-ae0e-5c9604d18e9b PROBLEM DEFINITION
  104. 104. What can you do with your means now ? Resources: The Chapter ” 14 BC3 14_4 version_ Effectuation Chapter V3.docx” Mural template: https://app.mural.co/template/8e15a44c-16e9-4ca5-808e- d61745d966a8/99954c00-6194-42a2-99b8-0ce25be76266 EFFECTUATION
  105. 105. Use this Google slide document to make a spark deck http://tiny.cc/Build-sparkdeck STIMULUS MINING
  106. 106. Source: www.Innovationengineering.com Use this or the Mural Build Template https://app.mural.co/te mplate/77a9399f-b6aa- 4440-b543- ecb3de1b1021/893b305 3-a243-409b-b4f6- 56082484e64d Individual Brain Writing
  107. 107. http://tiny.cc/mural-build
  108. 108. Choose an activity From this book https://1lib.eu/book /693467/a2fc20 GROUP WORK
  109. 109. Based Day of week Eg 24 = group 4 (scamper) Combination & = 4,1,3 http://tiny.cc/mural-build
  110. 110. www.cyclesbook.com Cwww.cyclesbook.com C Payoff Dramatic difference how is their life different and better Proof Reason why should they believe you and dramatic difference Visual Explaining 1
  111. 111. Deliverable 6 solutions (1 per team member) X 6

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Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas. Better problem formulation Effectuation (looking for ideas at home with the resources you have) Systematic search for stimulus and diversity Techniques to continue building ideas With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together. Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique

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